Work Engagement: Trust as a Mediator of the Impact of Organizational Job Embeddedness and Perceived Organizational Support

Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

“…According to Graen and Uhl-Bien (1995), the LMX theory is a relationshipbased approach to leadership in which leaders develop varying relationships with their followers based on their exchanges and interactions. A leader develops either high or low dyadic relationships with his/her subordinates (Tabak and Hendy, 2016;Chernyak-Hai and Rabenu, 2018). The basis of LMX is that "dyadic relationships and work roles are developed and negotiated over time through a series of exchanges between the leader and member" Green, 1996, p. 1538).…”

“…There is an enhancement in the level of work engagement and job performance when employees frequently interact with their supportive leader, which further leads to a better job design, organizational culture, and resource distribution (Attridge, 2009;Bakker and Xanthopoulou, 2009). A high-quality dyadic relationship makes the supervisor look ahead for numerous interactions with subordinates, get attached emotionally with them, and provide them psychological empowerment, which further leads to a high work engagement (Tabak and Hendy, 2016). Work engagement is a motivational concept because it makes the employees struggle hard for challenging goals and gives them the inspiration to succeed in them (Leiter and Bakker, 2010).…”

How to improve ship crew’s work effectiveness through the leadership style, work life balance and employee engagement in Indonesia national shipping

“…Theoretical study by Armstrong (2009) states that leadership style supports engagement. In the previous relevant researches, Leadership style gives a direct positive influences on employee engagement (Wefald et al, 2011;Wefald et al, 2011;Nelson & Shraim, 2014;Tabak & Hendy, 2016;Lee et al, 2018). Research gives understanding of some perspectives on leadership style and discusses which leadership factors may be the most effective to ascertain that the employees are still engaged and productive.…”

Pengaruh organizational reward dan procedural justice terhadap perceived organizational support serta job embeddedness

“…Berdasarkan hasil pengujian hipotesis kelima dapat disimpulkan bahwa variabel perceive organizational support berpengaruh signifikan terhadap job embeddedness. Konsep dasar dari dukungan organisasi yang dirasakan (POS), mengacu kepada indikator sikap dan perilaku karyawan bahwa partisipasi mereka dapat didukung, dihargai, dipercaya sehingga organisasi perduli terhadap kesejahteraan karyawan (Tabak & Hendy, 2016). Untuk memperoleh karyawan yang memiliki sikap loyalitas terhadap organisasi, (Fatima, Shafique, Qadeer, & Ahmad, 2015) berpendapat bahwa pelatihan yang diberikan terhadap karyawan merupakan salah satu bentuk strategi investasi untuk mempertahankan pekerjaan, sehingga karyawan akan merasakan kenyamanan dalam bekerja.…”